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Developing Engineering Leaders Using a Reflective Autobiographical Exercise

Conference Session: Curriculum Development in Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: David Niño, Massachusetts Institute of Technology
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

Paper ID #17468Developing Engineering Leaders Using a Reflective Autobiographical Exer-cise ˜ Massachusetts Institute of TechnologyDr. David Nino, David Ni˜no, Ph.D., is a Senior Lecturer in the Bernard M. Gordon-MIT Engineering Leadership Program, where he has a strong commitment to the development of leadership among undergraduates and graduate students across MIT and among engineers, more broadly. In addition to MIT teaching, he is active in an international consortium of engineering leadership centers and a founding officer of the Engineering Leadership Development Division of the American Society of

Relevance Score: 3.1283097

Integrating a Capstone Leadership Project and the S-Triangle Pedagogy to Guide Engineering Leadership Development Education

Conference Session: Curriculum Development in Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: David Bayless, Ohio University
Tagged Divisions: Engineering Leadership Development Division

students themselves reflected that theapproach presents a more “formulaic” method to leadership compared to similar offerings theyhad received. They noted that while the approach is not truly algorithmic, it has aspects that areallow more logical thinkers to implement while developing the soft skills needed to be effectiveleaders. This paper will explore both the reasons for the student’s conclusions and how otherprograms could adapt this approach in a variety of leadership development situations.IntroductionThe approach described in this paper towards engineering leadership development is a single-semester class experience for selected student leaders, all with significant previous leadershipexperiences. Therefore, while the information presented

Relevance Score: 0.027569149

Training for Leadership and Team Skills from Freshman Year Forward

Conference Session: Student and Other Views on Engineering Leadership
Collection: 2015 ASEE Annual Conference & Exposition
Authors: Mary B. Vollaro, Western New England University; Robert R. Klein, Western New England University
Tagged Divisions: Engineering Leadership Development Division

individual ‘portrait’ of themselves, which is then used as a starting point fordiscussion, training, interaction with others, and conscious, insightful reflection. With the KGI,each student receives a personal profile comprised of numerous action items to develop groupskills at his or her own pace. Our work in this freshman course provides the basic training on theutilization of information provided by these instruments, asks each student to pick two skillsfrom their personal KGI profile, and has developed assignments to promote reflection on theirimplementation of KGI skills and personal behaviors.INTRODUCTION/ MOTIVATION“Today, the Myers-Briggs Type Indicator (MBTI) is the most widely used psychologyinstrument in the world for the normal

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A Method for Assessing Engineering Leadership Content in the Engineering Curriculum: A First Look at Civil Engineering Project Management Courses

Conference Session: Engineering Leadership Development Constituent Committee Division Technical Session 1
Collection: 2014 ASEE Annual Conference & Exposition
Authors: Richard J. Schuhmann, Massachusetts Institute of Technology; James N. Magarian, Massachusetts Institute of Technology; Elizabeth Huttner-Loan, Massachusetts Institute of Technology
Tagged Divisions: Engineering Leadership Development Division

). Moreover, at the ten universities graduating the largest number of civilengineering undergraduates, two (of eight) engineering leadership criterion emerged as the most widelyintegrated within the current curriculum: “The Ability to Conceive and Design within RealisticConstraints,” and “Understand Economic, Environmental, Global and Societal Contexts and Impacts.”One criterion emerged as entirely absent from the ten universities: “Reflection and Lifelong Learning.”Introduction and BackgroundMuch has been written on the distinctions between management and leadership. Bass (1990) separatesmanagement from leadership in the following way: leaders facilitate interpersonal interactions andpositive working relations and generate excitement at work

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Integrating Leadership Education into the Undergraduate Engineering Experience

Conference Session: Engineering Leadership Development Constituent Committee Division Technical Session 2
Collection: 2014 ASEE Annual Conference & Exposition
Authors: Tim G. Kotnour, University of Central Florida; Charles H. Reilly, University of Central Florida; John A. Selter, University of Central Florida
Tagged Divisions: Engineering Leadership Development Division

provides awareness to all students whileproviding avenues for other students to self-select a deeper understanding. This concept ofoperations is developed to reinforce key skills (create, innovate, collaborate, and deliver) andsupport a student’s accountabilities for becoming a leader (Learning the Most from TheirEngineering Courses, Joining the Journey Expanding Their Resources, Experimenting withCreating and Innovating, Learning from Experiences, Gathering With Other Engineers &Disciplines, Learning from Leaders/Courses, Gaining Work Experiences, Reflecting onThemselves and Their Experiences). This paper provides the foundation for further impactassessment in the future. A person responsible for developing and running an

Relevance Score: 0.02218994

First Impressions: Evaluating Student Performance in Demonstrating Engineering Leadership

Conference Session: Insights and Practices for Engineering Leadership Development
Collection: 2017 ASEE Annual Conference & Exposition
Authors: Meg Handley, Pennsylvania State University, University Park; Dena Lang, Pennsylvania State University, University Park; Andrew Michael Erdman, The Pennsylvania State University
Tagged Divisions: Engineering Leadership Development Division

findings suggested that recruiters first wanted to hearabout engineering students’ experiences within student organizations, engineering projects, andinternships or co-ops. However, it was not enough to name involvement in these experiences.Students who effectively demonstrate engineering leadership communicate what they learnedabout their leadership through their experiences, connect their experiences, interests, and skills tothe company, and confidently interact with the recruiter. Communication centered on self-awareness, where a student reflected on their personal leadership development based on variousexperiences. Recruiters wanted to see that students showed an understanding of leadership asbeing more than just a position as identified in

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An Experiential Learning Approach to Develop Leadership Competencies in Engineering and Technology Students

Conference Session: Engineering Leadership Development Constituent Committee Division Technical Session 1
Collection: 2014 ASEE Annual Conference & Exposition
Authors: Gregg Morris Warnick, Brigham Young University; Joshua Schmidt, Brigham Young University; Anton E. Bowden, Brigham Young University
Tagged Divisions: Engineering Leadership Development Division

learning is commonly referred to as learning by doing and typically involvesdiscovery and exploration with a focus on learning through experience. Extensive research hasbeen done regarding the need to shift toward experiential learning. Kolb originally identified fourmain components of experiential learning as shown in Figure 1 and also described below:11 1. Concrete Experience – The key to learning is active involvement. Kolb’s research indicates that an individual can’t simply read, watch or listen but to learn effectively they must do. 2. Reflective Observation – Reflection on the new experience while focusing on any inconsistencies between experience and understanding. 3. Abstract Conceptualization – Reflection gives

Relevance Score: 0.021157276

Engineering Leadership Development using an Interdisciplinary Competition-based Approach

Conference Session: Insights and Practices for Engineering Leadership Development
Collection: 2017 ASEE Annual Conference & Exposition
Authors: David Bayless, Ohio University
Tagged Divisions: Engineering Leadership Development Division

used as the overarching tie in the leadership “S-triangle”pedagogy, which is illustrated in Figure 1. This approach links understanding of self, style, andsituation through hands-on application of leadership experience and discussions withPaper 18207 Page 2experienced leaders, as well as exploration of focused activities to help students reflect onleadership roles and characteristics.This work is the third evolution of an assessable “hands-on” capstone project for the semester-long leadership development course. The original effort was added to the curricula as a separateand late-in-class activity to reinforce learning through application. [5] This effort was

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Purdue University’s Engineering Leadership Program: Addressing the Shortfall of Engineering Leadership Education

Conference Session: Engineering Leadership Development Division Technical Session
Collection: 2013 ASEE Annual Conference & Exposition
Authors: Amadin Osagiede, Purdue University, West Lafayette; Monica Farmer Cox, Purdue University, West Lafayette; Benjamin Ahn, Purdue University, West Lafayette
Tagged Divisions: Engineering Leadership Development Division

areas and organized to provide students with understanding andexperience applying engineering leadership principles, practices, and tools in a multiculturalcontext. Students are required to complete seven credit hours of core courses and nine credithours consisting of one experiential course and other elective courses of their choosing (SeeAppendix A).Core classes (Student Leadership Development, Planning for Leadership Development,Portfolio: Experiential Engineering Leadership and Reflection on Engineering Leadership)within the minor will be offered in-house and allow students to work closely with faculty andstaff, in the College of Engineering, in the development of engineering leadership portfolios(discussed in details below) and reflections

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Implementation of an Undergraduate Engineering Curriculum to Prepare 21st Century Leaders

Conference Session: Student and Other Views on Engineering Leadership
Collection: 2015 ASEE Annual Conference & Exposition
Authors: Katherine Agnew Trevey, Marquette University; Andrea L. Gorman, Marquette University; Kristina M. Ropella, Marquette University
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

first course. Results of thisqualitative assessment were analyzed using a rubric developed to measure growth in perceptionsand attitudes. In addition, students wrote reflection papers about practical leadershipexperiences during their industry internships, using the guiding principles and themes of theprogram to illustrate what they learned. Students also synthesized their observations of industryleaders after shadowing each of two C-Level leaders.Early results from assessments conducted after the first year in the program indicate students aredeveloping significant self-awareness, building life-long skills and habits that will serve themwell as they assume greater leadership responsibility. Early results also indicate the necessity ofcreating

Relevance Score: 0.020071553

Completing the Pass: Leadership 'On' and 'In' the Field

Conference Session: Curriculum Development in Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Mary B. Vollaro, Western New England University; Robert R. Klein, Western New England University
Tagged Divisions: Engineering Leadership Development Division

academic levels, reflecting the different‘constituencies’ the engineering students may see in the workplace.The Western New England University football team consists of 125 players, including a largenumber of first-year students who need to be acclimated to the team and its culture. The team isstructured around eight position groups, representing skill-area specialists-- quarterbacks,receivers, running backs, offensive line, defensive line, linebackers, cornerbacks, and safeties.For each of the sub-groups, there is a designated captain, an experienced, upper-class player whohelps guide the development and performance of that segment of the squad. Last fall, three of thecaptains were upper-class engineers: captains of the offensive line, defensive

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Assessing the Effectiveness of Leadership Education for Engineering Students

Conference Session: Engineering Leadership Development Constituent Committee Division Technical Session 1
Collection: 2014 ASEE Annual Conference & Exposition
Authors: David Bayless, Ohio University
Tagged Divisions: Engineering Leadership Development Division

, reflections on the class, and recommendations. Learn to be better observers and learners of leadership lessons in current and future venues.Class Assignments and ActivitiesBefore the first day of class, students are given electronic access to the class information andtheir own electronic journal (e-board) for their daily leadership reflections. The class informationincludes the syllabus and structure of the seminar, expected daily activities, brief biographies ofthe visiting speakers, and resumes and pictures of the scholars. Course booklets since 2008 havebeen kept as .pdf files and are available from the author via email request.Students are also asked to prepare an autobiography of themselves before the first day of class.The autobiography is the

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How are Social Media, Engineering and Leadership Related to One Another from a Student Perspective?

Conference Session: Student and Other Views on Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Jed S. Lyons, University of South Carolina
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

were the Engineering Disciplines Team Concept Map, Hand PumpLaboratory Team Report, Simply Supported Beam Laboratory Report, Alpine Tower StaticsLaboratory Wiki and Grand Challenges Video Project.A team leader was designated for each of these five assignments, which provided every studentwith an opportunity for an intentional leadership experience. As the first assignment was given,the instructor led a class discussion on the roles of team members and team leaders. After thedeliverables for team assignments were submitted and in order to reflect individually on theexperience, students were required to submit a Self-Reflection using a journaling tool inBlackboard. The intent of these structured reflections was to reinforce and foster

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‘Lion Leadership Lessons Video Series’ - Delivering Engineering Leadership Lessons to a Broad Audience

Conference Session: Innovation in Engineering Leadership Education
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Dean H. Lang, Pennsylvania State University, University Park; Andrew Michael Erdman, The Pennsylvania State University; Meg Handley, Pennsylvania State University, University Park
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

leadership and teamwork11.Developmental bibliotherapy (guided reading) is a tool that uses fictional written stories to helpdevelop social, emotional, or psychological growth at all levels of development12-13. In 1949,Shrodes identified four stages of developmental bibliotherapy: 1) identification - where thereader identifies with a character in a story; 2) catharsis - when a reader is able to experience theemotions of the character of the story; 3) insight – a deeper understanding which is achievedthrough reflection on the identification that the reader makes with the characters and situations ofthe story; and 4) universalization - when a reader is able to apply the insights the reader hasgained through reflection to situations they encounter in

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Developing Engineering Leaders using Engineering Leadership Capabilities and Leadership Labs

Conference Session: Engineering Leadership Development Division Technical Session
Collection: 2013 ASEE Annual Conference & Exposition
Authors: Simon Pitts, Northeastern University; Steve McGonagle, Northeastern University; Steven W Klosterman, Northeastern University
Tagged Divisions: Engineering Leadership Development Division

be an effective leader. Through reflection and self-assessment, the Gordon Candidates begin to understand their own strengths and weaknesses, preferred styles, biases and potential blind spots. Customized development plans and regular mentoring sessions serve to increase the Candidates’ ability to perceive and effectively deal with the range of personalities they face within diverse teams. For example, conflicts created by the contrasting personal styles of individual team members can be mitigated with appropriate empathy, coaching and direction.  Knowledge, Skills and Attitudes to Successfully Lead Engineering Teams: The next level targets the development and mastery of best practices

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Leadership Attitudes and Beliefs of Students Enrolled in an Engineering Leadership Course

Conference Session: Student and Other Views on Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Kim Graves Wolfinbarger, The University of Oklahoma; Rui (Celia) Pan, Toyota Financial Services
Tagged Divisions: Engineering Leadership Development Division

differential effects of the instructors’ approaches.BackgroundCourse description. The course examined for this study is taught through a combination ofmethods, including directed readings, classroom discussions, activities, reflective writing, andpresentations by guest speakers. Students in both sections learn about self-management, values,centralized and decentralized organizational structures, the leadership vs. management debate,implicit bias, women in leadership, and creating a culture of participative decision-making.Guest speakers from a range of industries and levels of experience present to both sections andhave lunch with students. The students’ learning culminates in a team project.Instructor A’s section emphasizes class discussion

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Lessons Learned: Teaching Engineering Leadership in an Undergraduate Class Using Case Studies

Conference Session: Engineering Leadership Development Constituent Committee Division Technical Session 2
Collection: 2014 ASEE Annual Conference & Exposition
Authors: Benjamin Ahn, Purdue University, West Lafayette; Monica Farmer Cox, Purdue University, West Lafayette; Amadin Osagiede, Purdue University, West Lafayette
Tagged Divisions: Engineering Leadership Development Division

professional leadership plan tailored to students’current and future career goals. Particular focus was made upon ways that students can aligntheir technical interests with leadership. The class involved a combination of lecture (based onarticles or papers by Kotter11, and Northouse12), experiential exercises (e.g., attending leadership Page 24.863.2seminars and writing reflections), discussions, in-class presentation, videos, individualassignments, and team assignments. Seven students took the course in Fall 2013 and were eitherfreshmen or sophomores in the College of Engineering. As part of their requirement in the course,each student developed a

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Leadership Development in Tight Times: Scaling up courses without watering them down

Conference Session: Engineering Leadership Development Division Technical Session
Collection: 2013 ASEE Annual Conference & Exposition
Authors: Chris Carlson-Dakes, University of Wisconsin, Madison; Gregory W Harrington, Dept of Civil & Environmental Engineering, Univ of Wisconsin - Madison
Tagged Divisions: Engineering Leadership Development Division

In The Courage to Teach, Parker Palmer explores an approach to educational transformationby engaging in deep inquiry of fundamental questions of what, how, why, and who (Palmer1998). We often start out with content and curriculum – the what that is being taught. If wedig a bit deeper, we begin to consider pedagogical structures – the how we are teaching thewhat. Occasionally, we may ask why we are teaching what we teach. Rarely, however, dowe get to the point of reflecting and sharing the personal values present in our teaching andlearning endeavor – the root questions of who are we as teachers, and equally important,who are our students as learners? These three elements – curricular content (what),pedagogical structure (how), and personal

Relevance Score: 0.01655474

Engineering Leadership Assessment to Action: Development of Leadership Profiles for Academic Success

Conference Session: Assessment of Engineering Leadership Skills
Collection: 2015 ASEE Annual Conference & Exposition
Authors: Joseph Louis, Purdue University; Amadin Osagiede, Purdue University, West Lafayette; Catherine G. P. Berdanier, Purdue University, West Lafayette; Monica Farmer Cox, Purdue University, West Lafayette; Benjamin Ahn, Massachusetts Institute of Technology; Karan Sharma, Purdue University
Tagged Divisions: Engineering Leadership Development Division

feedbackfor the student that would aid in his self-reflection and in charting a plan for incorporating habitsand activities into his daily life that would aid in the development of leadership traits. The next section of this paper offers formal coursework suggestions that would betterstudent leadership skills by taking advantage of classes in many different departments aroundcampus. However, the results of the personal leadership survey serves to recommend thatstudents to promote their own personal growth by joining strategic extracurricular activitiespromoting leadership. For example, since Ken needs work in his communication skills, perhapsthe Toastmaster’s club or other communication club might be an appropriate activity. Similarly,since

Relevance Score: 0.016388355

Development of the James Madison University Undergraduate Engineering Leadership Program

Conference Session: Curriculum in Engineering Leadership Development
Collection: 2015 ASEE Annual Conference & Exposition
Authors: Kyle G. Gipson, James Madison University; Meghan Daly, James Madison University; Cairo Jahan Lakil Sherrell, James Madison University; Thomas Atcheson Ware; Diane L. Foucar-Szocki, College of Education, James Madison University; Justin J. Henriques, James Madison University
Tagged Divisions: Engineering Leadership Development Division

Seminar course was the engineering entry course for the first-yearengineering students in the first four years of the program. The first iteration of the coursefocused on the student gaining awareness about the multiple disciplines of engineering throughmini-design challenges and providing opportunities for students to meet and speak withprofessionals in field. Assignments ranged from information literacy to reflecting on practicingengineers and upper division students who shared experiences about the discipline and program.In 2012, the seminar course was not offered, leaving only one course in engineering for studentsto take in their first year. Fall 2014 saw the reintroduction of the course under the title,Engineering Opportunities, where the

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Development of Leadership Through Hands-On Learning Activities in a Flipped Microprocessors Classroom

Conference Session: Insights and Practices for Engineering Leadership Development
Collection: 2017 ASEE Annual Conference & Exposition
Authors: Ricky T. Castles, East Carolina University
Tagged Divisions: Engineering Leadership Development Division

2016 semester, course leadership was formalized in the Microprocessors course atECU. Students were encouraged to engage in leadership through coming to class prepared,helping other students learn, and asking questions when they struggled to understand courseconcepts. Leadership outside of the class was encouraged through the formation of studygroups. The instructor also created a Piazza site for the students to use an online forum allowingthem to ask questions and to answer each other’s questions. Students were surveyed at themidpoint and end of the semester in order to reflect on their own participation in the course andto evaluate the leadership of their lab partner. Students were encouraged to provide constructivefeedback in order to help

Relevance Score: 0.0151123395

'I Survived the Crisis!' - Using Real World Scenarios to Teach Crisis Leadership Skills to Undergraduate Engineering Students

Conference Session: Curriculum Development in Engineering Leadership
Collection: 2016 ASEE Annual Conference & Exposition
Authors: Eva Andrijcic, Rose-Hulman Institute of Technology; Julia M. Williams, Rose-Hulman Institute of Technology
Tagged Topics: Diversity
Tagged Divisions: Engineering Leadership Development Division

hour experience inwhich they assume roles of leadership in a community, business or an organization. There areseveral major learning objectives of this simulation: i) students are introduced to differentleadership styles and forced to discover that many of the leadership assumptions that hold true inbusiness-as-usual situations are violated in a crisis; ii) students learn how to utilize and allocatelimited resources and make necessary trade-offs; iii) students are exposed to situations in whichthey have to question the ethical implications of their decisions and determine what risks areacceptable and tolerable. Through a post-simulation reflection activity led by volunteer facultyand staff, as well as the local Emergency Services personnel

Relevance Score: 0.014047162

Building Piece by Piece: Teaching Engineering Leadership through Integrated Modules

Conference Session: Curriculum in Engineering Leadership Development
Collection: 2015 ASEE Annual Conference & Exposition
Authors: Clinton Stephens, Iowa State University; Katherine Lynn Friesen, College of Engineering, Iowa State University
Tagged Divisions: Engineering Leadership Development Division

and leadership. Students are asked to identify and interview aleader of their choice, analyzing the information gathered from the interview using their personaldefinitions. As a final reflection, students create a self-commitment plan consisting of personaldefinitions of a leader and leadership, personal values, vision statement, and identifiableleadership opportunities while in college. We have implemented this module as a course facilitated by a graduate assistant.Discussions and the self-commitment plan were spread throughout half of the semester in aneight-week course. Students who have completed the module are invited as to serve as a peermentors that facilitate discussion and activities. A more abbreviated module could

Relevance Score: 0.013516888

Engineering Leadership as Principled Nonconformity

Conference Session: Innovation in Engineering Leadership Education
Collection: 2015 ASEE Annual Conference & Exposition
Authors: Kathryn A. Neeley, University of Virginia
Tagged Divisions: Engineering Leadership Development Division

, professionalism, dynamism, agility, resilience, flexibility, and Page 26.631.4capacity for lifelong learning (pp. 54-56). The emphasis on these attributes reflects anassumption that engineers of the future will no longer be able to rely solely on a core body ofexpertise throughout their careers. Perhaps more importantly, it reflects a desire to see engineersand engineering exercise appropriate influence for the public good and to attract talentedstudents to a profession that both pays well and provides personal fulfillment.Engineering leadership programs as they are portrayed through their websites appear focus oncurricula, requirements, and the benefits

Relevance Score: 0.013243791

Evaluating the Effects of Non-Anonymity on Student Team-Member Evaluations

Conference Session: Engineering Leadership Development Constituent Committee Division Poster Session
Collection: 2014 ASEE Annual Conference & Exposition
Authors: Taylor Robert Smith, Brigham Young University; Rollin H. Hotchkiss P.E.,D.WRE, F.ASCE, Brigham Young University
Tagged Divisions: Engineering Leadership Development Division

self-awareness are self-reflection (internal) andfeedback from others (external). Although introspection may provide some self-knowledge,relying too heavily on oneself can be problematic.5 Harris articulated this well when he stated: In order to know oneself, no amount of introspection or self-examination will suffice. You can analyze yourself for weeks, or meditate for months, and you will not get an inch further – any more than you can smell your own breath or laugh when you tickle yourself.6On the other hand, receiving feedback from others is the most effective way to attain self-awareness.1,2,3,5 This is because "others" make their observations from a more objective position,and likely have more factual insight

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From Faculty to Change Agent: Lessons Learned in the Development and Implementation of a Change Workshop

Conference Session: Engineering Leadership Development Constituent Committee Division Technical Session 1
Collection: 2014 ASEE Annual Conference & Exposition
Authors: Ella Lee Ingram, Rose-Hulman Institute of Technology; Richard A. House, Rose-Hulman Institute of Technology; Steve Chenoweth, Rose-Hulman Institute of Technology; Kay C. Dee, Rose-Hulman Institute of Technology; Jameel Ahmed, Rose-Hulman Institute of Technology; Julia M. Williams, Rose-Hulman Institute of Technology; Craig G. Downing, Rose-Hulman Institute of Technology; Donald E. Richards, Rose-Hulman Institute of Technology
Tagged Divisions: Engineering Leadership Development Division

nearly 200 reports of STEM change, they found that the combination of emergentoutcomes and institutional focus (a category they call “Developing: Shared Vision”) was theleast described. This observation revealed a key question for the MACH development team: per-haps the absence of emerging systemic change in STEM education reflects pervasive error inchange agents’ chosen focus and intended outcome. Borrego et al. agree in part with this conclu-sion—they found that diffusion of innovation required “plans that promote transitions to stagesof adoption beyond awareness” (pg. 202)2 and a focus on stakeholders rather than on a specificactivity to be implemented. In designing our workshop, we decided to help faculty and adminis-trators develop shared